Twenty years later, "There is still Day 1" (or the variant "It's still Day 1") remains a rally creep for the company. Bezos distinguishes every new shareholder letter with the feeling, and Amazon leaders from across the company often release it into conversation when I interview them.
I always knew that the company liked the nuggets wisdom. But it wasn't until I spent time at Amazon for our new profile of HR manager, Beth Galetti, that I understood quite simply how many of them the company had formalized. Here are four of his lists of philosophies and goals. Many of them, the company has never published to us outsiders ̵
The Six Core Values
Brad Stone's 2013 Book, Everything Store: Jeff Bezos and The Age of Amazon, explain the origin of this list – which, unlike later, was as concise as it could be:
Amazon's acquisition of Telebuch in Germany and BookPages in the UK in 1998 gave Bezos an opportunity to articulate the company's core terms. Alison Allgor, and D.E. Shaw transplants working in human resources thought of the Amazon values with the Telebuch founders. They agreed on five core values and wrote them down on a blackboard in a conference room: the customer's obsession, frugality, action bias, ownership, and high bar for talent. Later, Amazon will add a sixth value, innovation.
Amazon's Principles of Leadership
These consist of the six core values, plus additional virtues, explained a little and positioned as the characteristics of outstanding leaders. Jeff Wilke, CEO of the Amazon Consumer Business, told me that the principles in the written form dated to conversations he had in 2002 with a few colleagues: "We asked the question, are these principles only for people with formal leadership jobs, or are they for everyone? began working in the language, and Jeff Bezos was also involved, things like the client's obsession and invention and simplification, delivering results, ownership: These principles really apply to all employees of Amazon. "
Although some of these principles are quite conventional wisdom, which would not hire executives who were "right? – They set up a manifesto that helps define what Amazon aspires to be. The "unless you know better" is also a typical Amazonian flowering. Management Principles May Be The Most Public Against Amazon's Different Rules: The company has published them in its career area.
Whether you are an individual contributor or a leader of a large team, you are an Amazon leader. These are our management principles, unless you know better. Be the leader.
Managers start with the customer and work backwards. They work hard to earn and keep customer trust. Although managers notice competitors, they occupy customers.
Leaders are owners. They think long-term and do not encourage long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, "It's not my job."
Invent and Simplify
Managers expect and demand innovation and invention from their teams and always find ways to simplify. They are remotely attentive, looking for new ideas from everywhere, and are not limited by "not invented here." As we do new things, we accept that we can be misunderstood for long periods.
Leaders are right. They have strong judgment and good instincts. They seek different perspectives and work to reject their beliefs.
Learn and be curious
Leaders are never finished learning and always trying to improve themselves. They are curious about new opportunities and act to explore them.
Hire and develop the best
Managers increase the performance line with all rentals and promotions. They recognize exceptional talent and willingly move them throughout the organization. Leaders develop leaders and play a serious role in coaching others. We work on behalf of our people to find the mechanisms of development as a career choice.
Insist on the highest standards
Leaders have rigorously high standards – many may think these standards are unreasonably high. Leaders are constantly increasing the bar and running their teams to deliver high quality products, services and processes. Leaders make sure errors are not sent down the line and problems are solved so they become fixed.
Thinking little is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers.
Bias for action
Speed issues in the business. Many decisions and actions are reversible and do not require extensive study. We value calculated risk ceilings.
Achieve more with less. Limitations depend on resourcefulness, self-sufficiency and invention. There are no extra points to grow missions, budget size or overhead.
Leaders listen attentively, speak honestly and treat others with respect. They are vocal self-critical, even when it makes it difficult or embarrassing. Leaders do not believe their or their body's smell smell of perfume. They refer to themselves and their teams against the best.
Leaders operate at all levels, remain attached to the details, often revise, and are skeptical when metric and anecdotes are different. No task is under them.
Has the spine; Disagree and Commit
Leaders are committed to respectfully challenging decisions when they disagree, even when making it unpleasant or exhausting. Leaders have conviction and are patient. They do not compromise because of social cohesion. When a decision is made, they commit themselves completely.
Managers focus on the key inputs of their business and deliver them with the right quality and on time. Despite the setbacks, they rise to the occasion and never take off.
Amazon's distinctive ways
Amazon, who likes to describe himself as "peculiar", created this list of own characteristics and even gave it his own mascot, Peccy. I saw it posted into the entrance to an Amazon fulfillment center in Kent, Washington, although some of the strange ways seem to relate most directly to the Amazon.com store and how the company expresses itself to customers.
We earn trust with our customers by making precise, high bar promises and then keeping them.
We are willing to make long-term investments – sometimes at the expense of short-term gains.
We share the good and the bad to help customers make informed buying decisions.
We work to avoid the gentle personality that customers usually associate with the large, homogeneous corporate Borg.
We take credit for (that is, good) the impressive things we do in a way It is subtle and sophisticated.
We try to talk to our customers in a tone that is not boastful or boring.
We use specificity whenever possible and sensible.
We prefer to show properties actually with a degree of precision.  We do not see content as an ad.
We stay away from creating new icons.
Human missions and principles
The HR department Galetti has its own codified goals. They are full of identifiable Amazon esque touches, such as the weight of serving the customer and "unless you know better" assumption. But elements such as trying to be "the most technically skilled HR organization in the world" also reflect Galetti's own vision: She is an electrical engineer who spent 16 years at FedEx in operational roles before arriving at Amazon, where she came without previous HR experience .
We build a workplace for the amazons to find out on behalf of the customers.
Human principles (unless you know better …)
Employees come to Amazon to do meaningful work, and We make it easier by removing obstacles, fixes and enabling self-service. Searching, working on and leaving Amazon should be frustration-free experiences.
We seek to be the world's most scientific HR organization. We form hypotheses about the best talent acquisition, speech retention, and talent development techniques, and then set out to prove or disprove them with experience and careful data collection.
When we develop new programs and services, we work backwards from the employee and candidate, understanding our work has a direct impact on the customers. We prioritize work that results in measurable impact for our customers.
We recognize that no process or policy can be as well designed as covering all situations properly. When common sense contradicts one of our policies or practices, we make exceptions with high judgment.
We are seeking to be the most technically skilled HR organization in the world. Our team includes dedicated engineers, computer scientists and principles that develop world-class, simple and intuitive products for candidates and employees.
We control HR as a business, and we need to scale faster through technology and simplified processes than through HR headcount growth. We control ourselves strongly to disrupt and reinvent HR industry standards.
We favor bi-directional communication. When we talk about our work, we use common language and concrete examples of generalizations and company presentations.
A remarkable thing about some of Galetti's HR principles: They are stated as ambitions, not missions done. She stressed that when I asked her a question that suggested, I could believe that Amazon claims to have "the world's most scientific HR organization."
"To be clear, we seek to be the most," she replied quickly. "I wouldn't be bold enough to claim we are." That Galetti can set bold goals, but keep some humility, sounds like it could be an Amazon leadership principle itself. And really it is not far from the management principle sound bite she told me was her favorite: "Leaders don't believe their or their body's smell smell of perfume."